Autonomous & multidisciplinary Teams
• Independently develop and release into production • Have all the skills, roles and tools to reach team goal and mission • Don’t hide behind cultural inertia and defense mechanisms • Operate outside comfort zone • Responsible for a business outcome, not a business function

Organize in cherries
Product owner Team lead
• Building block of the agile organization • Technologically adjacent teams form tribes • Work and solve similar issues together reduce ripple effect to smaller, less complex scale • Teams are small, 5-8 members • Do by-the-book scrum
Scrum teams
Cell Aligned to a tech domain

Use COTS
Software:
Or develop completely custom
In a standard way
Buy or Build? Customization is loosely coupled
As intended

Infrastructure in the value stream • Cloud and Infra expertise embedded in the value stream • Infra is not the biggest bottleneck in the pipeline anymore • Work on business outcome (speed, value), not ’central IT’ function (cost control) • Unfit infrastructure, wasteful handovers, bureaucratic ticketing system and slow approval gates annihilated

Think small • Single unit flow through the pipeline • Short feedback loop with immediate result • No batch processing of commits • Minimal amount of work-in-progress • No code waiting to go to production • Nothing stuck in the pipeline • No unused artifacts produced • No context switching for developer • No loss of information during handover • But only where it makes sense

Preventing re-work fail small and learn immediately • • • • • •
Team is responsible for running code in production All operational aspects, maintenance, roadmap Code is tested thoroughly before release Team does investigation, mitigation and post-mortem Feedback into pipeline to prevent and improve Incentivizes ’first time right’ and quick remediation

Expertise in Chapters • Could call them Pathfinders • Experts in their field • Coaching and Learning as primary output • Team Leads gravitate to soft skills • Pathfinders gravitate to hard skills • Pathfinders lead Guilds and Chapters • Are not HR-responsible • Play a big part in technical overview (‘architecture’) • Lead the bigger initiatives

Pick one or two to take with you Build autonomous & multidisciplinary Teams in ‘Cherry’ structure
That are responsible for a business outcome, not a business function
Who’ll align tech systems along organizational boundaries
break down dependencies and think small
Have infra & cloud expertise embedded in the value stream
Who will not use unfit infrastructure, wasteful handovers, bureaucratic ticketing system and slow approval gates
Because they are responsible for running code in production
And want minimal rework and errors (‘first time right’ and ‘fail small’)
‘Central IT’ is a decentralized guild Pathfinders lead Chapters
Which manages architecture as a collection of connected simplicities
Help standardize design patterns and cloud consumption across teams
And safeguard nonfunctional aspects
Tweet me your fairytale story @jpiscaer

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Looking at your organizational structure is key to removing inertia in the organization around a agile/scrum initiative. In this presentation we'll look at an ideal 'fairytale' as a dot on the horizon.